HRM

• The human resources of an organization Consist of all people who perform its activities. Human resource

management (HRM) is concerned with the personnel policies and managerial practices and systems that
influence the workforce. In broader terms, all decisions that affect the workforce of th Organization concern the
HRM function.

• According to Invancevich and Glueck, “HRM is concerned with the most effective use of people to
achieve organizational and individual goals”.
• Human Resource Management outlines the importance of HRM and its different functions in an
organization. It examines the various HR processes that are concerned with attracting, managing,
motivating and developing employees for the benefit of the organization
GOAL of HRM
• To meet the needs of the business and management (rather than just serve the interests of
employees);
• - To link human resource strategies / policies

to the business goals and objectives;

• - To find ways for human resources to "add

value" to a business;

• - To help a business gain the commitment of employees to its values, goals and objectives
 Nature of HRM
Broader function : Human Resource Management is a comprehensive function because it is about
managing people in the organization. It covers all types of people in the organization from workers till the
top level management.
• People oriented : Human resource is the core of all the processes of human resource management. So
HRM is the process which brings people and organizations together so that their goals can be achieved.
• Action oriented : Human resource management believes in taking actions in order to achieve individual
and organizational goals rather than just keeping records and procedures

• Development oriented: Development of employees is an essential function of human resource

management in order to get maximum satisfaction from their work so that they give their best to the

organization.

• Integrating Mechanism : HRM tries to build and maintain cordial relations between people working at

various levels in the organization. Future oriented HRM is very important activity which helps
organization to achieve its objectives in future by providing well motivated and competent employees.

• Universal function
HRM can be applied in business as well as other organizations such as schools, colleges,
hospital,religious,organizations,etc.
 As a Process : HRM is a process of four

Functions & FEATURES

Acquisition of human resources : This function includes Human Resource Planning, Recruitment,
Selection, Placement and Induction of staff.
• Development of human resources : This function includes Training and Development and Career
development. The knowledge, skills, attitudes and social behavious of the staff are developed.
• Motivation of human resources : This function includes giving recognition and rewards to the staff. It also
includes Performance Appraisal and handling the problems of staff
 Maintenance of human resources : This function includes
providing the best working conditions for employees. It
also looks after the health and safety of the staff.

Scope of the HRM

• The scope of HRM is very immense. HRM plays a vital role of a worker from the time he enters into any
organization till he leaves. HRM activities include –
• 1. Procurement : It the placement of right kind of personal to the right post. It includes, determination of
manpower requirements. Job analysis, Nature and scope of requirement, employee selection and
placement of employment.

• 2. Training and Development : Training and Development is a must in any organization. It prepares the

worker to the actual situations in the orgnisation.

• 3. Job Analysis and Job Description : Job analysis and job description involves the studies of job
requirements of the enterprise and assignment of well defined functions to jobs so that qualified
employees may be hired. It also forms the basis of wage determination.
• 4.Remuneration : Providing proper remuneration to the employees for the job done through job analysis
and job description. It includes determining wage rates, incentives, wage payment, REWARDS and benefits
and performance appraisal.
• 5. Welfare and Industrial Relations : It includes health and safety program, sanitary facilities, recreational
facilitiesetc.
ROLE OF HRM
• The Human Resource Department deals with management of people within the organisation. There are a
number of responsibilities that come with this title.
• First of all, the Department is responsible for hiring members of staff; this will involve attracting
employees, keeping them in their positions and ensuring that
they perform to expectation.
• Besides, the Human Resource Department also clarifies and sets day to day goals for the organisation.
• It is responsible for organisation of people in the entire Company and plans for future ventures and
objectives involving people in the Company.

roles:

• Under the HR department’s remit are the following roles:

• The process of recruiting suitable candidates for the organization

• Identifying and meeting the training needs of existing staff
• Ensuring employee welfare and employee relations are positive
• Ensure the working environment is safe for employees
• Raising awareness of current workplace legislation
 The Human
Resources Department also covers five
key roles.
• Executive role – in this role the HR department are viewed as the
specialists in the areas that encompass Human Resources or people
management.
• Audit role – in this capacity the HR department will check other departments and the organization as a
whole to ensure all HR policies such as Health & Safety, Training, Staff Appraisal etc are being carried out
in accordance with the company’s HR policy.
• Facilitator role – in this role, the HR department help or facilitate other departments to achieve the goals or
standards as laid out in the HR policies of the organisation. This will involve training being delivered for issues
that arise in the areas relating to people management.
• Consultancy role – the HR department will advise managers on how to tackle specific managing people issues
professionally.
• Service role – in this capacity the HR department is an information provider to raise awareness and inform
departments and functional areas on changes in policy
Function of HRM
• The main function of human resource management is classified into two types: (a) Managerial
Function; (b) Operative Function.
• Operative Function
• Procurement – It involves attracting and employing individuals with suitable knowledge, skills,
• experience, and aptitude necessary to perform various jobs.
• • Development – It aims to train and develop employees to improve and update their knowledge and skills in
order to help them perform better.
• • Compensation – It involves rewarding employees monetarily and through fringe benefits for their contributions
to the organization.
• • Integration – It deals with employees as a social group; it contributes to the organization and enhances
group interaction and communication.
• Maintenance – It deals with mainting employee safety and creating a sense of security among the employees

Recruitment and selection

•
Recruitment and selection is the process of identifying the need for a job, defining the requirements of the position
and the job holder, advertising the position and choosing the most appropriate person for the job. Retention means
ensuring that once the best person has been recruited, they stay with the business and are not “poached” by rival
companies.
• Undertaking this process is one of the main objectives of management. Indeed, the success of any business
depends to a large extent on the quality of its staff. Recruiting employees
with the correct skills can add value to a business and recruiting workers at a wage or salary that the business can
afford, will reduce costs.
• Employees should therefore be carefully selected, managed and retained, just like any other resources.
 Sources Of Recruitment

• Every organization has the option of choosing the candidates for its recruitment processes from two kinds

of sources: internal and external sources. The sources within the organisation itself (like transfer of employees
from one department to other, promotions) to fill a position are known as the internal sources of recruitment.
Recruitment candidates from all the other sources (like outsourcing agencies etc.) are known as the external
sources of recruitment Recruitment , selection and induction

• Recruitment is the process of attracting the most suitable people for the position, selection is the process
of choosing the best person for the position, and induction is introducing the person to the position
• This module describes a series of well-tested steps to help you identify the right person, to ensure he
or she will fit well with your farm business, and to meet the various legal obligations of an employer.
• If recruitment is done well, the business benefits from happier and more productive people, reduced
staff turnover, good working relationships and ultimately a more profitable farm.

Difference Between Recruitment And

Selection

• Both recruitment and selection are the two phases of the employment process. The
differences between the two are:
 1. Recruitment is the process of searching the candidates for employment and stimulating them to apply
for jobs in the organization WHEREAS selection involves the series of steps by which the candidates are
screened for choosing the most suitable persons for vacant posts.

2. The basic purpose of recruitments is to create a talent pool of candidates to enable the selection of
best candidates for the organization, by attracting more and more employees to apply in the organisation
WHEREAS the basic purpose of selection process is to choose the right candidate to fill the various
positions in the organization.

3. Recruitment is a positive process i.e. encouraging more and more employees to apply WHEREAS
selection is a negative process as it involves rejection of the unsuitable candidates.

4. Recruitment is concerned with tapping the sources of human resources WHEREAS selection is
concerned with selecting the most suitable candidate through various interviews and tests.

5. There is no contract of recruitment established in recruitment WHEREAS selection results in a contract

of service between the employer and the selected employee.

Objectives of Recruitment and

Selection
• Recruitment and selection objectives include a variety of components related to finding, hiring and
retaining qualified employees. Clear definitions of the job qualifications allow easier identification of potential
candidates. Recruitment consists of attracting capable individuals using methods such as outsourcing and the
internet. Selection objectives consist of evaluation techniques such as interviews, background checks and
competence tests. The Employee selection Process

• Preliminary Interviews- It is used to eliminate those candidates who do not meet the minimum
eligiblity criteria laid down by the organization. The skills, academic and family background,
competencies and interests of the candidate are examined during preliminary interview

• Application blanks- The candidates who clear the preliminary interview are required to fill application
blank. It contains data record of the candidates such as details about age, qualifications, reason for leaving
previous job, experience, etc the Employee selection Process

• Employment Interviews- It is a one to one interaction between the interviewer and the potential
candidate. It is used to find whether the candidate is best suited for the required job or not.

• Medical examination- Medical tests are conducted to ensure physical fitness of the potential
employee. It will decrease chances of employee absenteeism.

• Appointment Letter- A reference check is made about the candidate selected and then finally he is
appointed by giving a formal appointment letter.
 Manpower planning
• Manpower planning is the process of reviewing an organization’s employee, or manpower, needs and then
selecting the best people for certain jobs. The end goal of successful manpower planning is a smoothly
running operation, and the long-term result of manpower planning is a company able to achieve its goals,
because its employees fill the right places within the organization. Manpower planning typically falls
under the human resources department and it's not something that occurs quickly. Instead, it is a
process that requires careful analysis and consideration to achieve the desired outcome

Importance of Manpower Planning

Key to managerial functions- The four managerial functions, i.e., planning, organizing, directing and
controlling are based upon the manpower. Human resources help in the implementation of all these
managerial activities. Therefore, staffing becomes a key to all managerial functions.
• Efficient utilization- Efficient management of personnels becomes an important function in the
industrialization world of today. Seting of large scale enterprises require management of large scale
manpower. It can be effectively done through staffing function.
• Motivation- Staffing function not only includes putting right men on right job, but it also comprises of
motivational programmes, i.e., incentive plans to be framed for further participation and employment of
employees in a concern. Therefore, all types of incentive plans become an integral part of staffing function.
 Steps in Manpower Planning
Steps in Manpower Planning
1 Analyzing the current manpower inventory- Before a
Manager makes forecast of future manpower, the current manpower status has to be analysed. For this the
following things have to be noted-

Type of organization

 Number of departments
 Number and quantity of such departments
 Employees in these work units
Once these factors are registered by a manager, he goes for the
Future forecasting
2 Making future manpower forecasts- Once the factors affecting the future manpower forecasts are known,
planning can be done for the future manpower requirements in several work units
 Steps in Manpower Planning
• Developing employment programmes- Once the current inventory is compared with future forecasts, the
employment programmes can be framed and developed accordingly, which will include recruitment, selection
procedures and placement plans.

• Design training programmes- These will be based upon extent of diversification, expansion plans, development
programmes,etc. Training programmes depend upon the extent of improvement in technology and advancement to
take place. It is also done to improve upon the skills, capabilities, knowledge of the workers.
Induction
• After a new employee is hired into an organization, it is necessary he or she be familiar to organization's
philosophies, goals and objectives, policies, procedures, rules and regulations and practices. This orientation is
called employee induction

• I nduction can be defined as The HRM function that systematically and formally introduces new employees to the
organization, the jobs, the work groups to which they will belong and the work environment where they will work.
 Induction is designed to achieve following objectives:-

• Help the new employee overcome shyness and nervousness in meeting new people in a new environment.

• Give the new employee the necessary information such as the location of a cafe and other locations.

• Help the new employee build confidence in the organization.

• Help in reducing labor turnover and absenteeism.

• Reduce confusion and develops healthy relations in the organization.
• Ensure that the new comer does not form false impressions and develop a negative attitude towards the organization.
• Develop among the new comers a sense of belonging and loyalty to the organization

induction programme consists primarily of three steps:

• General orientation by the staff: It gives necessary general information about the history and the
operations of the firm. The purpose is to help an employee to build up some pride and interest in the organization.
• Specific orientation by the job supervisor: The employee is shown the department and his place of
work; the location of facilities and is told about the organization’s specific practices and customs. The purpose is
to enable the employee to adjust with his work and environment.
• Follow-up orientation by either the personnel department or the supervisor: This is conducted within
one week to six months of the initial induction and by a foreman or a specialist. The purpose is to find out whether
the employee is reasonably well satisfied with him. Through personal talks, guidance and counseling efforts are
made to remove the difficulties experienced by the newcomer
 3
UNITS

Performance
appraisal
 Performance appraisal
• Performance appraisal is the systematic description of an employee's job relevant strengths and
weaknesses.“

•
In a Performance appraisal, the employee's merits such as initiative, regularity, loyalty,
personality, etc., are compared with others. Then each employee is rated or ranked. That is,
he is given a particular rank such as First Rank, Second Rank, etc. So if an employee has the
best attendance then he is given First Rank in attendance and so on.

Terms in Performance Appraisal

Terms involved in performance appraisal are:-
• Rater : The person who evaluates the employees is called the Rater or Appraiser.

• Ratee : The employee who is rated is called the Ratee.

• Rating : The process of performance appraisal is called Rating

 Objectives Of Performance appraisal:
• To review the performance of the employees over a given period of time.
• To judge the gap between the actual and the desired performance.
• To help the management in exercising organizational control.
• Helps to strengthen the relationship and communication between superior – subordinates and management
– employees.
• To diagnose the strengths and weaknesses of the individuals so as to identify the training and
development needs of the future.
• To provide feedback to the employees regarding their past performance.
• Provide information to assist in the other personal decisions in the organization.
• Provide clarity of the expectations and responsibilities of the functions to be performed by the
employees.
Limitations of Performance Appraisal
• 1. Halo Effect :The rater may base the full appraisal on the basis or one positive quality which was found
out earlier
• 2. Problem of Leniency or Strictness: Many raters are too lenient (not strict) in their ratings. High
scores may be given to all employees, even if they have no merit. Also a reverse situation may take place,
where all employees are rated very strictly and very low scores are given.
• 3. Central Tendency
Sometimes a rater gives only middle range scores to all individuals. Extremely high or low scores are
avoided. This is called Central Tendency.
Limitations of Performance Appraisal
• 4. Horn Effect: Sometimes the raters may evaluate on
the basis of one negative quality. This results in overall
lower rating of the particular employee. For e.g. "He
does not shave regularly. Therefore, he must be lazy at
work."
• 5. Latest Behavior Effect: The rating is also influenced
by the most recent behaviour. The rater may ignore an
average behaviour during the full appraisal period
• 6. Evaluate performance not person” The rater should
evaluate the performance, i.e. output, new ideas,
extraordinary efforts, etc. and not the person. In
reality, the person is evaluated and not his
performance. It should be noted that failure is an event
and a not a person.
 Performance Appraisal methods
• 1. Critical incident method

The critical incidents for performance appraisal is a method in which the manager writes down positive
and negative performance behavior of employees throughout the performance period

2. Weighted checklist

This method describe a performance appraisal method where rater familiar with the jobs being
evaluated prepared a large list of descriptive statements about effective and ineffective behavior on
jobs

3. Paired comparison analysis

Paired comparison analysis is a good way of weighing up the relative importance of options. A range of
plausible options is listed. Each option is compared against each of the other options. The results are
tallied and the option with the highest score is the preferred option.
• 4. Graphic rating scales

The Rating Scale is a form on which the manager simply checks off the employee’s level of
performance. This is the oldest and most widely method used for performance appraisal.

5. Essay Evaluation
 This method asked managers / supervisors to describe strengths and weaknesses of an employee’s
behavior. Essay evaluation is a non- quantitative technique. This method usually use with the graphic
rating scale method.

6. Behaviorally anchored rating scales

This method used to describe a performance rating that focused on specific behaviors or sets as indicators
of effective or ineffective performance. It is a combination of the rating scale and critical incident
techniques of employee performance evaluation.
• 7. Performance ranking method

Ranking is a performance appraisal method that is used to evaluate

employee performance from best to worst.

Manager will compare an employee to another employee, rather than comparing each one to
a standard measurement.

8. Management By Objectives (MBO)

MBO is a process in which managers / employees set objectives for the employee, periodically
evaluate the performance, and reward according to the result.

MBO focuses attention on what must be accomplished (goals) rather than

how it is to be accomplished (methods)

9. 360 degree performance appraisal

360 Degree Feedback is a system or process in which employees receive

confidential, anonymous feedback from the people who work around them.
• 10.Forced ranking (forced distribution)

Forced ranking is a method of performance appraisal to rank

employee but in order of forced distribution.

For example, the distribution requested with 10 or 20 percent in the top category, 70 or 80 percent in
the middle, and 10 percent in the bottom.

11. Behavioral Observation Scales

Behavioral Observation Scales is frequency rating of critical incidents that worker has performed.

Most of the companies or organizations' follow 360 degree performance appraisal.

Ranking
• Employee ranking is an attempt to evaluate employees relative to each other, by using some criteria to
identify the better performers versus the less better performance. The result, at least in theory, is a list of
employees in some sort of ranked order.
• Rating
- This involves rating an employee on a scale which ranges from ‘poor’ to ‘excellent’ performance. The
employee is assessed on this scale based on their performance or traits which are considered relevant to the
job.
 360 Degree Appraisal
• An appraisal made by top management, immediate superior, peers, subordinates, self and customers is
Called 360 Degree Appraisal. Here, the performance of the employee or manager is evaluated by six parties,
including himself. So, he gets a feedback of his performance from everyone around him. This method is very
reliable because evaluation is done by many different parties. These parties are in the best position to
evaluate the employee or manager because they are continuously interacting and working with him. This
method is mostly used to evaluate the performance of the employees. However, it is also used
to evaluate other qualities such as talents, behaviour, values, ethical standards, tempers, loyalty, etc
• 360 degree appraisal was first developed by General Electric (GE), USA in 1992. Today it is used by all major
organizations.
• In India, it is used
• by Crompton Greaves
Wipro, Infosys, Reliance
Industries, etc

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 360 Degree Appraisal

• 1. Top Management :The top management normally

evaluates the middle level managers. However, in a small
organisation, they also evaluate the performance of the
lower level managers and senior employees.
•
2. Immediate Superior :The immediate superior is in a very
good position to evaluate the performance of his
subordinates. This is because they have direct and accurate
information about the work performance of their
subordinates.
•
3. Peers / Co-workers : Peer or colleagues also evaluate
each other's performance. They work continuously with
each other, and they know each other's performance. Peer
evaluation is used mostly in cases where team work is
important. NIAZ SAHIL
 360 Degree Appraisal

• 4. Subordinates : The Subordinates can also evaluate the

performance of his superior. Now-a-days students are asked
to evaluate the performance of their teachers.
•
5. Self Appraisal : In the self-appraisal, a person evaluates
his own performance. He should be honest while evaluating
himself. This results in self-development.
•
6. Customers : Customers can also evaluate the performance
of the employees who interacts with them. This evaluation is
best because it is objective. It is also given a lot of
importance because the customer is the most important
person for the business. Organisations use customer
appraisals to improve the strengths and remove the
weaknesses of their employees.
 360 Degree Appraisal
• In addition to these six parties, appraisal can also be
done by an Appraisal Panel. This panel consists of 5 to
6 different types of members. Outside Consultants are
also used for conducting appraisals. In some cases,
Personnel Department also conducts an appraisal of
employees and managers.
• 360 Degree Appraisal is becoming more popular
because many parties are available for evaluation.
Therefore, there is no "bias" or "halo effect". Hence
the evaluation will become more realistic.
 Remuneration
• Reward for employment in
the form of pay, salary, or wage,
including allowances, benefits (such
as company car, medical plan, pension plan),
bonuses, cash incentives, and monetary value of
the noncash incentives.
• Remuneration is the compensation that one
receives in exchange for the work or services
performed
• Remuneration occupies an important place in the
life of an employee
 Remuneration program objectives — for the organization
• Attract and keep the desired quality and mix of employees
• Ensue equitable treatment
• Motivate employees to improve their performance
continually and to strive to achieve the organization’s
strategic business objectives
• Reinforce the organization’s key values and desired
organizational culture
• Drive and reinforce desired employee behavior
• Ensure remuneration is maintained at the desired
competitive level
• Control remuneration costs
• Ensure optimum value for each remuneration dollar spent
•Comply with company requirements
 Employee Remuneration Method

1: Time Rate Method

Under time rate system, remuneration is directly linked with the time spent or devoted by an employee on the
job. The employees are paid a fixed pre-decided amount hourly, daily, weekly or monthly irrespective of their
output. It is a very simple method of remuneration. It leads to minimum wastage of resources and lesser
chances of accidents. Time Rate method leads to quality output and this method is very beneficial to new
employees as they can learn their work without any reduction in their salaries. This method encourages
employees unity as employees of a particular group/cadre get equal salaries.

2: Piece Rate Method: It is a method of compensation in which remuneration is paid on the basis of units or
pieces produced by an employee. In this system emphasis is more on quantity output rather than quality output.
Under this system the determination of employee cost per unit is not difficult because salaries differ with
output. There is less supervision required under this method and hence the per unit cost of production is low.
This system improves the morale of the employees as the salaries are directly related with their work efforts.
There is greater work-efficiency in this method.

And also There are various others ways of rewarding employees such as:
• 1. Basic pay for standard hours

• 2. Additional hours rewards.

• 3. Commission

• 4. Bonuses are another form of incentive to meet

particular targets.

• 5. Performance related pay

• 6. Profits related pay

• 7. Payment by results
• 8. Piece rate reward systems relate to paying employees according to their level of
output .

Components of remuneration
• 1 Wages and Salary
• :-Wages refer the hourly rates of pay, salary refers to the monthly rate pay, wages and salaries
are subject to annual increments. They differ temp. To emp. Depend upon the nature of job ,
seniority and merits
• 2 : Incentives :-
• also called ‘payment by result’- paid in addition to wages and salaries. depend upon
productivity, sale profit- there are
• A. individual incentives scheme
•B. group incentives scheme
 Components of remuneration
• 3: Fringe benefits
• :- These include such employee benefits as
provident fund, medical care, hospitalization,
accident relief, health insurance, canteen
uniform and like
• 4: Perquisites :
• - These are allowed to executives and include
company car, club membership, paid holidays,
furnished house and like
 WHAT IS VARIABLE PAY?

• Variable pay, also known as performance pay, is

used to recognize and
reward employee contribution above and beyond
their normal job requirements, towards company
productivity, profitability, quality and the like.
Sreeradha D Basu explains:
• Variable pay is often based on two main factors:
your own performance and your company's
performance.
Remuneration – Influencing Factors
Remuneration

External Internal

Labor Market Business Strategy

Cost of Living Labor

Job Evaluation and
Unions Government Performance Appraisal
Legislations
The Employee
Society
Economy
www.a2zmba.com
 Challenges of remuneration
• Skill Based Pay
• Pay Reviews
• Pay Secrecy
• Comparable worth
•InternationalPay
 4th unit

training and development

 training and development
• Training is the process of planned programs and
procedures undertaken for the improvement of
employee's performance in terms of his attitude,
skills, knowledge and behavior. This training
programs can significantly improve the overall
performance of organization.
Main Aim
• Training Aims to improve employees current work
skills and behavior
 Training
• Training is normally viewed as a short process.
It is applied to technical staff, lower, middle,
senior level management. When applied to
lower and middle management staff it is
called as training and for senior level it is
called managerial development
program/executive development
program/development program.
 The Objectives of training and
development
The principal objective of training and development division is to make sure the
availability of a skilled and willing workforce to an organization. In addition to that,
there are other objectives as follow :
Individual Objectives – help employees in achieving their personal goals, which in
turn, enhances the individual contribution to an organization.
Organizational Objectives – assist the organization with its primary objective by
bringing individual effectiveness.
Functional Objectives – maintain the department’s contribution at a level suitable to
the organization’s needs.
Societal Objectives – ensure that an organization is ethically and socially responsible
to the needs and challenges of the society.
TO INCREASE PRODUCTIVITY
An instructor can help employees increase their level of performance on their
assignment. Increase in human performance leads to increase in the operational
productivity and also the increase in the profit of the company.
TO IMPROVE QUALITY
Better-trained workers are less likely to make operational mistakes. It can be in
relationship to the company or in reference to the intangible organizational
employment atmosphere. NIAZ SAHIL
difference between training and development
Training is a process of learning a sequence of
programmed behavior. It improves the employee's
performance on the current job and prepares
them for an intended job.
Development not only improves job performance
but also brings about the growth of the
personality. Individuals not only mature regarding
their potential capacities but also become better
individuals.
Training: Development:
1.It's a short term process. 1.It is a long term educational
2.Refers to instruction in process.
technical and mechanical 2.Refers to philosophical and
problems theoretical educational concepts
3.Targeted in most cases for 3.Managerial personnel
non-managerial personnel 4.General knowledge purpose
4.Specific job related purpose 5 Training methods are limited
5 Development is a never 6 Training is one of the tools of
ending process development.

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 PURPOSE OF TRAINING and DEVELOPMENT
PURPOSE OF TRAINING • PURPOSE OF DEVELOPMENT:
1.To improve Productivity: Training leads to increased Management development
operational productivity and increased company profit. attempts to improve
2.To improve Quality: Better trained workers are less managerial performance by
likely to make operational mistakes. imparting
3.To improve Organizational Climate: Training leads to 1.Knowledge
improved production and product quality which 2.Changing attitudes
enhances financial incentives. 3.Increasing skills
4.To increase Health and Safety: Proper training
prevents industrial accidents.
5.Personal Growth: Training gives employees a wider
awareness, an enlarged skill base and that leads to
enhanced personal growth.
The major objective of development is managerial
effectiveness through a planned and a deliberate
process of learning. This provides for a planned
growth of managers to meet the future
organizationalneeds.

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 Types Of Training Programs
• Basic literacy training is training for things like
reading, writing and problem-solving skills.
• Interpersonal skills training is training on how
to maintain positive relationships,
communicate better, resolve conflicts and
build trust.
• Technology Training
• Problem-solving training
• Diversity Or Sensitivity Training…

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Training Process Or Steps Involved For
Conducting Training
• A training is not a one sort affair; rather it is a step-by-
step process that will completed only after successful
completion of given sequential activities.
Training Process
• 1. Identifying Training Needs
• 2. Establish Specific Objectives
• 3. Select Appropriate Methods
• 4. Implement Programs
• 5. Evaluate Program
•6.Feedback

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training process

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1. Identifying Training Needs
Training need is a difference between standard performance and
actual performance.Hence, it tries to bridge the gap between
standard performance and actual performance. The gap clearly
underlines the need for training of employees. Hence, under this
phase, the gap is identified in order to assess the training needs.

2. Establish Specific Objectives

After the identification of training needs, the must crucial task is
to determine the objectives of training. Hence, the primary
purpose of training should focus to bridge the gap between
standard performance and actual performance. This can be done
through setting training objectives. Thus, basic objective of
training is to bring proper match between man and the job.

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3. Select Appropriate Methods
Training methods are desired means of attaining training objectives. After the
determination of training needs and specification of objectives, an appropriate
training method is to be identified and selected to achieve the stated objectives.
There are number of training methods available but their suitability is judged as
per the need of organizational training needs.
4. Implement Programs
After the selection of an appropriate method, the actual functioning takes place.
Under this step, the prepared plans and programs are implemented to get the
desired output. Under it, employees are trained to develop for better
performance of organizational activities.
5. Evaluate Program
It consists of an evaluation of various aspects of training in order to know whether
the training program was effective. In other words, it refers to the training utility
in terms of effect of training on employes' performance.
6. Feedback
Finally, a feedback mechanism is created in order to identify the weak areas in the
training program and improve the same in future. For this purpose, information
relating to class room, food, lodging etc. are obtained from participants. The
obtained information, then, tabulated, evaluated, and analyzed in order to mark
weak areas of training programs and foNIrAZfSuAtHuILre improvements.
 Training Methods
• A large variety of methods of training are used in
business. Even within one organization different
methods are used for training different people. All
the methods are divided into two classifications
for:
A. On-the-job Training Methods: B. Off-the-Job Training
1. Coaching Methods:
2. Mentoring 1. Lectures and
3. Job Rotation Conferences
4. Job Instruction Technology 2. Vestibule Training
5. Apprenticeship 3. Simulation Exercises
6. Understudy 4. Sensitivity Training
5. Transactional Training

NIAZ SAHIL
 A. On-the-job training Methods:

• A. On-the-job training Methods:

• Under these methods new or inexperienced
employees learn through observing peers or
managers performing the job and trying to
imitate their behavior. These methods do not cost
much and are less disruptive as employees are
always on the job, training is given on the same
machines and experience would be on already
approved standards, and above all the trainee is
learning while earning. Some of the commonly
used methods are:
1. Coaching:
Coaching is a one-to-one training. It helps in quickly identifying the
weak areas and tries to focus on them. It also offers the benefit of
transferring theory learning to practice. The biggest problem is that
it perpetrates the existing practices and styles. In India most of the
scooter mechanics are trained only through this method.
2. Mentoring:
The focus in this training is on the development of attitude. It is
used for managerial employees. Mentoring is always done by a
senior inside person. It is also one-to- one interaction, like coaching.
3. Job Rotation:
It is the process of training employees by rotating them through a
series of related jobs. Rotation not only makes a person well
acquainted with different jobs, but it also alleviates boredom and
allows to develop rapport with a number of people. Rotation must
be logical.
4. Job Instructional Technique (JIT):
It is a Step by step (structured) on the job training method in which
a suitable trainer (a) prepares a trainee with an overview of the
job, its purpose, and the results desired, (b) demonstrates the task
or the skill to the trainee, (c) allows the trainee to show the
demonstration on his or her own, and (d) follows up to provide
feedback and help. The trainees are presented the learning
material in written or by learning machines through a series called
‘frames’. This method is a valuable tool for all educators (teachers
and trainers). It helps us:
a. To deliver step-by-step instruction
b. To know when the learner has learned
c. To be due diligent (in many work-place environments)
5. Apprenticeship:
Apprenticeship is a system of training a new generation of
practitioners of a skill. This method of training is in vogue in
those trades, crafts and technical fields in which a long period
is
required for gaining proficiency. The trainees serve as
apprentices to experts for long periods. They have to work in
direct association with and also under the direct supervision of
their masters.
6. Understudy:
In this method, a superior gives training to a subordinate as his
understudy like an assistant to a manager or director (in a film).
The subordinate learns through experience and observation by
participating in handling day to day problems. Basic purpose is
to
prepare subordinate for assuming the full responsibilities and
duties.
 B.Off-the-job Training Methods:

In these methods, trainees have to leave their

workplace and devote their entire time to the
development objective. Off-the-job training
methods are conducted in separate from
the job environment, study material is
supplied, there is full concentration on
learning rather than performing, and there
is freedom of expression. Following training
techniques are used off-the-job
1. Lectures and Conferences:
Lectures and conferences are the traditional and direct method of
instruction. Every training programme starts with lecture and conference.
It’s a verbal presentation for a large audience. However, the lectures have
to be motivating and creating interest among trainees. The speaker must
have considerable depth in the subject. In the colleges and universities,
lectures and seminars are the most common methods used for training.
2. Vestibule Training:
Vestibule Training is a term for near-the-job training, as it offers access to
something new (learning). In vestibule training, the workers are trained in a
prototype environment on specific jobs in a special part of the plant.

An attempt is made to create working condition similar to the actual

workshop conditions. After training workers in such condition, the trained
workers may be put on similar jobs in the actual workshop.
3. Simulation Exercises:
Simulation is any artificial environment exactly similar to the actual situation.
There are four basic simulation techniques used for imparting training:
management games, case study, role playing, and in-basket training.
4. Sensitivity Training:
Sensitivity training is also known as laboratory or T-group training. This training
is about making people understand about themselves and others reasonably,
which is done by developing in them social sensitivity and behavioral flexibility.
It is ability of an individual to sense what others feel and think from their own
point of view.
5. Transactional Analysis:
It provides trainees with a realistic and useful method for analyzing and
understanding the behavior of others. In every social interaction, there is a
motivation provided by one person and a reaction to that motivation given by
another person.
EMPLOYEE ENGAGEMENT
 EMPLOYEE ENGAGEMENT

“A heightened emotional connection that an

employee feels for his or her organization, that
influences him or her to exert greater
discretionary effort to his or her work".

“Employee engagement is the level of

commitment and involvement an employee has
towards their organization and its values.”
 What is Employee Engagement ?

Its a step ahead than Employee Satisfaction:

• Belief in the organization
• Desire to work to make things better
• Understanding of business context and the
‘bigger picture’
• Respectful of and helpful to colleagues
• Willingness to ‘go the extra mile’
• Keeping up to date with developments in the
field
 Components of engagement
• Rational Engagement: the involvement,
understanding and motivation an employee
has in his/her job.

• Emotional Engagement: the attitudinal

attachment an employee has to his/her
company.
Categories of Employee Engagement

Engaged--"Engaged" employees
are builders.

Not Engaged--Not-engaged
employees tend to concentrate on
tasks rather than the goals

Actively Disengaged--The
"actively disengaged" employees
are the "cave dwellers.
 Measurement of Employee
Engagement
Step I: Listen.
Step II: Measure current level of employee
engagement.
Step III: - Identify the problem areas.
Step IV: Taking action to improve employee
engagement by acting upon the problem areas.
 Model of Employee Engagement
• Say :Speak positively about the organization
• Stay : Desire to be a member of the organization
• Strive : Go beyond what is minimally required
 Engagement activities
• “This is about how we create the conditions in which employees
offer more of their capability and potential.” –David Macleod

1: Involve employees in your business planning process

• Every 6 months, or even quarterly, present the most important issues in your company and the
actions made to address those issues. Involve your team in planning ahead, assessing
opportunities and coming up with improvement ideas for your business strategy
• 2: Create a knowledge sharing system One of the biggest costs of a high employee turnover rate is the
loss of essential information. Implement a mentorship program, pairing experienced employees with
newly hired ones. Create a learning program template that
they should follow, giving them enough space to test their own learning methods.
3:Show them the money
• Give your team a quick presentation of the financial state of your company, every quarter or at
the end of the year.
4: Encourage and provide learning opportunities
• Create your own Academy, where employees can access the
knowledge and development opportunities that they need.

5: Create your own internal magazine

• Create your internal employee-focused magazine with fun columns, news, featured stories and
opportunities. Who wouldn’t like to be featured on the cover as Employee of the Month?
6: I am my own hero”
• Encourage individuals to design and own their career paths, instead of relying on the company or on
their manager.
7:Celebrate people
• Birthdays, promotions, retirements, newcomers welcoming, there are plenty of important
moments where people can be put at the front of the company. Show them they matter
8: Have team photos
• Have photos of your team on a wall, or
frame them around the office.
9: Raise salaries
10: Celebrate achievements
11: Show respect
12:Make sure that people have all the resources they need
13: Build long-term engagement
14: Make sure that people have all the resources they need
15. Empower your employee
Lecturer Maaz Ahmad Malik

Subject: HRM

Email: maazahmadmalik@yahoo.com